The world of work and organization has become increasingly demanding and turbulent as firms respond to forces of globalization, the introduction of new technology, requirements to increase revenues while decreasing costs, and the needs of a more diverse workforce, while building organizational capability. Most organizations can acquire or copy technology, manufacturing processes, products and business strategies. However human resource management practices and organizational culture are difficult to copy and represent a truly unique competitive advantage.. Managers are coming to believe that the most important organizational resource is human.

This collection presents research evidence and company examples developed over the past decade showing how to create organizations that add value to investors, customers and employees. It first illustrates why and how human resource management practices become a competitive advantage. These practices are also reviewed in an international context, an increasingly important reality as business become more global.
Special attention is devoted to building organizational capability while simultaneously fostering employee well-being, learning and development. In addition, support for the link between human resource management practices and organizational performance is summarized using examples of effective human resource management practices. This collection lays out specific ways in which people can be mobilized to satisfy both organizational and individual needs.
* Cary Cooper is one of THE leaders in the field of organizational psychology
* This collection presents research evidence and company examples developed over the pastdecade showing how to create organizations that add value to investors, customers and employees
* International in scope

Work hours has become a 'hot topic'. This volume examines the effects of work hours on individual, family and organizational health. It considers why some people work long hours and the potential costs and benefits of this investment. Some work long hours out of necessity, others willingly. Interestingly, most people, however, want to work fewer hours than they now do. One's motives for working long hours (the why) and one's attitudes and behaviours while working (the how) emerge as critical factors in the link between work hours and well-being.Contributions from experts from six countries address workaholism, the distinction between passion and addiction to work, 'loving one's job', the role of technology as an enabler of long work hours, consequences of fatigue from over-work, strategies for short-term recovery from long hours, and initiatives for enriching one's quality of life. Coming to grips with work hours requires difficult choices by individuals, families, organizations and society at large. This collection will be of value to managers and professionals concerned about people, and academics, students, researchers and policy makers interested in ways work can be meaningful, decent rather than debilitating.